As applies to any interviewing situation the quality of the data collected was affected by a number of issues which were inherent to the process.
Time constraints, the familiarity between interviewer and interviewees (in all cases those interviewed had taken part in development programmes which had been designed and were facilitated by the writer of this dissertation), respective understandings and preconceived ideas, the level of skill required from the interviewer, and even in some cases the fact that English was the language used in the interviews,all impacted on the collection of the data and the interpretation which followed.
Furthermore the interviewer acknowledges that the research process was complicated by the bias arising from the fact that he chose the area of study and the method and then collected the data,judged the quality and interpreted what he found,and had himself been significantly influenced by the learning which was taking place. This acknowledgement is important. As a result the researcher played a significant role in the research, but remained aware of his own boundaries and the boundaries of the research in which the interviews and their analysis were "attempts to understandthe world from the subjects' point ofview, to unfold the meaning of the people's experiences, to uncover their lived
world prior to scientific explanations".(Kvale 1996)
CHAPTER 5 - PRESE NTATION AND DISCUSSION OF RESULTS
5.1 Data collection and analysis
Thedata whichwas collectedfrom thequestions whichwerediscussed in the interviews is recorded in this section in summaryform of actualstatementswhichwere made in the interviews. These statements were selected as the best expressions of the general sentiments which were expose d in thediscussions. Thedata was then analysed in three parts which correspond to the three propositions which were made in the framework which was developedin Chapter4.
5.1.1 Proposition 1 The business environment in which the company operates is complex and the traditional style of management is not suitable to sustain competitive advantage.
Questionsrelated to Proposition 1
Question 1 What impact does the German holding companyhave on the style of management of the local company?
"The style can be described as very conservative,
bureaucratic,prescriptive."
"Siemens AG [SAG is the German-base d holdin g company]dictates: This way or no way."
"SAG tells us what our customers want."
"They make our livesdifficult. "
'Theyadd no valueandare outoftouch."
"We don't engage in dialogue with them; it IS not
possibl e. They frustrate us!"
"Westand between SAG andourcustomers."
"Theirsilo thinking is out of touchwith the markets."
"Distrustcomes fromprescription."
"Wefight amongstourse lves."
Question 2
"All German-based companies are the same. It makes us all arrogant."
"T his impactson ourstyle."
"The new generation is not very different."
"The autocratic approach gets results but they are not sustainable."
"Being the best (quality) makes you arrogant!"
Describe the complex nature of your business environment.
"Business is no longer day-to-day. It is now moment-to- moment."
"We work In a dynamic business environment where things happen much more quickly today."
"We work in the Old and in the New economies, and in Africa!"
"Business IS much more unpredictable - unstable markets,rates of exchange."
"There is more competition."
"Business is different: more mergers and acquisitions."
"Technology changes more quickly and is more complex. Converging technologies."
"Information is much more accessible - even to our customers."
"Multi-technologiesmake business more complex."
"The weak rand brought more players into our markets."
"There are more difficult, less loyal customers, and greater demands for professionalism. They ask 'Why Siemens?'"
"Staffing isdifferent."
"Younger qualified staff are more confident, more
cri tical."
"Siemens is no longer regarded as the be-all and end-all of employment. There is a war on for talent."
"Staff generally havea different work ethic."
Question 3
Question 4
What is driving the changes to the management style which are taking place?
"Signs that SAG is becoming aware of the necessity to
change - the announcement of a new generation of executive managers!"
"Technology drives change."
"9.11 and different worldviews!"
"Change must happen - we don't have a choice. Realisation of the need to change drives change."
"The nature of our business - competition, focus on
customersand on results. Flatter organisations."
"Different types of business (customers needing more
convincing, better negotiating)."
"Competition is forcing us to change (better educated, less loyal customers)."
"New staff demands."
"People issues."
"Younger managers, better educated and knowing what they know."
"More focus on results, bottom line drives change."
"The challenge!"
What changes have taken place to the style of management in the company over the last few years?
"A greater appreciation of professional management style is emerging."
"The forming of networks of individuals who have been through similar training programmes, and who 'speak the same language', is taking place."
"There are 'pockets of enlightment'."
"More discussion is taking place."
"Opinions are being sought at all levels."
"New structures are being formed to better utilise and share knowledge and experience."
"Focus is on individual development."
"Emergence of a proud performance culture."
"Devolutionofauthority istaking place."
Discussion ofresults related to Proposition I
The influence of a very bureaucratic style of management in the German holding company (which is connected to stereotypical Teutonic characteristics) is very strong in the local company.
There is significant resistanceto this from local staff and there is recognition that this style is inappropriate,particularly in relationto the challengeswhich exist in the local market.
All aspects of New Economy business apply in this country as they would apply anywhere else in the world. The complexity is increased and doing business is further complicated by the fact that the company operates in an Old and a New Economy, in First and Third World socio/economic conditions, and in an economy which was for many years controlled artificially,and is now in a phase of extraordinary adjustments.
The increase in competition III local and SADC markets, new customer awareness and demands, and a stronger focus on results which comes from Siemens in Germany (and with that signs that SAG is accepting greater autonomy from the company in South Africa) are the challenges which are being made for the local company to change.
Overwhelmingly those who were interviewed are committed to change which is driven by what has already mentioned and by the nature of the high technology business environment, but also by the realisation of the importance of and the determination to change. (This commitment is increasingly found in the company.)
Changes which are taking place which endorse the view that the traditional,high- technology, autocratic style is not suitab le to meet present day challenges, are nicely depicted by the greater appreciation by local ExecutiveManagement of the role which is now being played by the large groups of younger, high-potential
managers In Siemens South Africa. Many elements of a modern, new- management style are emergmg (networking, knowledge manage ment, committees oflearning being formed,discussion and dialoguebeing encouraged, focus being given to on-goingdevelopment).
5.1.2 Proposition 2 The novel designof themanagement developm ent focuses on making the company a learning organisation .
Question srelated to proposition 2
Question 5
Question 6
Describethe learning process you havebeen through.
"The programme stimulated learning like no other process I know. (We should haveput 750 peopl e onthe programme andnotonly ISO!)"
"One of the greatest learning aspects was meeting and getting toknow many differentpeopl e."
"Interacting with others was more important than the theoryon theprogramme."
"The programme challe ngedhow we think."
"Learninghappened whenwe applie d theory to our areas ofresponsibilities."
"We learnt from theintegratedview."
"My narrow view was challe nged by the holistic presentation ofbusiness."
"Theory'evolved ' through practicalexperiences.
Welearnt byquestioning."
"Ilearnt not tounderestimate my ownability."
"I learn t about myself."
"We learnt by openingour minds."
Comment on your awareness of the wholeness, experiential learning, learning in groups and from diversity,and of relationship building which are part of the design of the programme.
Question 7
"We suddenly became fully aware of ourselves and of ourrolesinthelarger worldof Siemens business."
"Theory came alive when I applied it in my organisation."
"The important things on the programme were networking, discussion and arguments in groups of ambitious, capable people."
"Learning in the group gives you more than you can learn on yourown."
"Interactions provided learning."
"We learnt from each other and working In groups
workedvery well."
"We shared our ideas."
"We mixed with people from differentdisciplines which represented the wholecompany."
"Isaw how people did thingsdifferently and only when I recognised the art of doing things different ly did I change."
"Whenyou learnwith differentpeople ideas multiply."
"There was initial tension from the dynamics and diversity within the group. The tension actually helped us to get to know one another. We had to. SA Breweries wasthe glue."
What role did dialogue and the promotion of questionin gplayinyour thinking?
"Therewere hecticdebates."
"Disagreementis good,but itis time consuming."
"We discussed and argued more as we grew In
confidenceandgotto know one another."
"Argumentswere the eye openers."
"The contras ting ideas and ways of doing things provided theopportunities tolearn."
"I enjoyed and learnt from questioning the traditional 'Siemens way'."
Question8
"We discussed and questioned everything - both on the programme and back on the job."
"My managerencouraged me to think and question."
"Theinteractionswere the lessons."
"Disagreements meant learning."
If one can talk about a new "shared vision" of the group, how wouldyoudescrib ethis?
"We all learnt to think and shared and new ideas.
We are all more professional."
"We have formed an 'Old Boys Club' (with a few
femalemembers)."
"Wewere in it together."
"Wehave a commondifferentview of thefuture."
"People now have the same business language."
"At the end a shared vision for our company's future made it easier for us to work together."
"Participantsaligne dgoals."
"Disagreement at the beginning was important because when we finally agreed everyone was onboard."
"We had to gel to be successful."
"Getting to know people brought acceptance, tolerance and agreements."
"We agreed that we wanted to contribute the changes
which have started inthe company."
Discussionofresultsrelatedto Proposition 2
Theory which was presented on the programme included the traditional business school subjects (strategy, marketing, people management, operations management,finance, information management). What made more of an impact than this theory on those who participated was however the design of the programme.
All theory which was presented was tested against the current practices in each participant's area of responsibi lity. This resulted in challengingthenarrow views
about business which were held by many of those on the programme and challenging their capacities to question, to learn and to know themselves . The learning took place in groups and a similar questioning within group contexts took place.
Many commented on seeing for the first time and understanding the wholeness of business processes.
The experiential nature of the learning (this was built into every stage of the programme - in assignments, on individual projects and on group projects) had one of the biggest impacts. Thisnot only made senseof the theory,but it also led to participants on the programme testing their own understandings about business,and questioningthe practice of business in the company.
The important role of learning in groups was mentioned repeatedly.
The element of diversity which emerged was diversity in terms of what participants had studied or of their working experiences. Very little mention was made of age, gender, or racial differences although all of these existed on the programmes.
Many spoke of the role of questioning and dialogue within the groups on the programme, and how this has been successfully carriedover into their work.
Disagreements (arguing and questions) at the beginning were important,but the groups soon realised the importance of working together.
The "shared vision" of the group at theend was probably the idea that they were the new generation of managers,the newambassadors of doing things differently and better.
5.1.3 Proposition 3 Changes which have taken place have challenged existing mindsets and new nuances of understandings about management have begun to emerge in the company.
Questions related to Proposition 3
Question 9 Talk about your change of awareness/mindset/vision since doing the training.
"The training opened meup."
"The new ideas provided a starting point from which I
can grow."
"The programme changed my life. I am confident to question."
"The programme sparked my interest to learn."
"My thought processeshavechanged."
"My decisionmakingis different."
"The new ways of thinking and doing are now part of
what I am."
"I gained the confidence to see through new initiatives."
"What we learnt is how we now do business."
"The questioning has led to new ways of doing things."
"We gained confidence."
"We now understand our own strengths and
weaknesses."
"We gained insights."
"Itis frustrating because now I question everything."
"The programme changed our thinking and challenges the way Siemens does business."
"The major change is that I now see things in context."
"Knowing has built confidence."
"The development widened my horizons."
"I can now understand why companies are successful."
"For me the ultimate benefit was to overcome the uncertainty I felt."
"I now have a new mindset but what do I do with it?"
"I changed my view of life and business! I now have a different paradigm about the company."
"I have learnt how to learn."
"I am more confident- more sure of what I want to do."
Question 10
"I used to focus on processes and controls. 1 now focus on the whole business."
"I am more confident."
"I previously had to understand everything. 1 now manage people who do."
"I tend naturally to tell - 1 have learnt to ask."
"I now strategically go about convincing people."
"The programme brought about a paradigm shift. "
"I now have the self-awareness of having been type-cast
as a salesman. This awareness was the beginning of changing that image."
How did these changes come about?
"I thought honestly about and now know my own weaknesses."
"I now understand and am close to people from different disciplines."
"The training made me more responsive."
"I no longer wait to be told what to do."
"The changes evolved from the training- 1 am confident to now tell my manager what needs to be focused upon (and he accepts it)."
"What kept me going during the training was what 1 aimed to be at the end."
"The changes come from mixing with people from other disciplines and having a common goal."
"I have changed because 1 have learnt to question."
"Theory comes alive if you take it into an organisation and try to apply it."
"I have changed because of external influences."
"I took risksand it paidoff."
"Taking on new challenges changed me."
"I usedto bang my head - now 1use it."
"The real learning happened when 1 got this new job."
"I have changed by challenging everything."
Question 11
Question 12
"Working and learning with others changed the way I am."
"I learnt from interactions with others on the programme."
"I realised 'I can do this' ."
"Networking taught me."
"Managers who learnt from the old style are now learning from the new style."
"I was draggedout of my comfort zone."
"The course wasthe catalyst of my changing."
How are you now in charge of your own career development.
"We have become empowered."
"I had reached a ceiling and was isolated in my previous position- the development has widened my horizons."
"Up to a point I had relied on someone else deciding that something should happen to my career. I have learnt to take charge."
"I need to learn again from a new challenge. I am now almost in a comfort zone."
"I now have a careerplan."
"I have positioned myself for the future."
"Opportunities have become obvious."
How did "being on the edge" (moving beyond your comfort zone) contribute to the changes which have taken place?
"The insecurityof learning new things and new ways of doing things was needed ,and you adapt to it."
"My quest wasto be a new person."
"I have always liked change, but now I know I can handle it."
"All of us on the programme agreed to take more risks in the future."
Question 13
Question 14
"I have put myself on the edge deliberately- I did not
wantto miss the wave."
"Learning was stressfuland cha lle nged ability."
Give exa mples of chan ges which have taken place in your career overthe last few yea rs .
"I was engineermg manager: I am now a busi ness man ager."
"The attitude of mymanager isdifferent. Hehastaken a boldstep to encourage my input."
"Ihave made two moves upwards in the four years since
doing the programme."
"Iam now FD of Fujitsu/Siemens. A new paradigm was neededand Iwas equippedto meet the challenge."
"Iam now invo lvedin allstrategic issu es."
"Inmy new positionthebucknow stops with me."
"From grade7to 5 in IY2years!"
"Inow run my division based on whatIlearnt."
"Iam now the messenger to the company of professional ways ofdoing business."
"Itdid work- lookat me after3 years."
"Ientre nch what I learntby applying itin my job."
"The decision to move to my new position came from
theprogramme."
Describe your commitmentto "continuous learning".
"I am now a life learner and have develop ed a love for business."
"My management style IS to encourage cont inuo us learning."
"I empower my staff by exposing them to the decision
makingof management."
"Isee learn ing as a way of growing and gettingahea d."
[Many commented on the importance of furthering their studies. Eight of the fifteen who were interviewed are already in the second or third years of studying towards the Henley Management College MBA.]
Discussion of results related to Proposition 3
A number of trends emerged from these discussions about this proposition (mind set changes and awareness of new understandings).
There was strong focus on how the questioning which had been encouraged on the programmes had led to people getting to know themselves and feeling empowered to discover new ways of thinking and doing things. "New paradigms", "life changing", "new insights" were often mentioned as the results of the reflection which had taken place.
One of the changes which was often mentioned was greater self- confidence. This is very important to note because the new confidence meant that new challenges were then taken on (and that further learning then took place). New understandings about growth taking place when people are out of their comfort zones, and that risk taking gives opportunities to learn, also emerge.
All of those who were interviewed said that the programmes which they had attended had started the extraordinary changes which have taken place in their careers.
All discussed excitedly the different mindset and life-view changes which they have experienced.
All eight who are now studying towards MBAs credit the development process as the motivating factor for them to have started their studies.
5.2 Concluding interpretations
The feeling about the outdated, unsuitable and autocratic management style in the company is held very strongly by all of those who were interviewed. This feeling is widespread in the company, particularly among younger staff. It has not however affected the motivation of those who were interviewed who are committed to changing